Search Climate Insights Directory

The document outlines CDKN's support for Nepal's role as Chair of the LDC Group within the UNFCCC, the operationalization of the Nepal Climate Change Knowledge Management Centre (NCCKMC), and several ongoing research projects focusing on the economic costs of climate change and disaster risk reduction in the Koshi River Basin.

The report identifies a high demand for knowledge resources to overcome financial and technological barriers to knowledge management in AAP countries, with the greatest need for climate change risk and impact assessments. Specifically, respondents highlighted the most urgent needs for knowledge to address water shortages, food security, and the loss of livelihoods.

The document argues that collaboration and knowledge sharing are essential for sustainable development and proposes a shift from focusing on institutional partnerships to fostering networks of individual experts. It defines three types of collaboration: networked governance, inter-organizational relationships (IORs), and inter-individual collaborative relationships (ICRs). For ICRs, the authors suggest assessing performance through four key lenses: focus and extensiveness, structural evolution, social capital, and value creation (divided into applied and realized value). The report also suggests various diagnostic tools for these assessments, including Social Network Analysis and the Cynefin Framework.

The research, based on surveys of over 200 users and four case studies, finds that online CKB platforms are primarily used by research-oriented actors to prepare reports and proposals, rather than by the policy-makers or frontline actors they often target. Users continue to rely on general search engines like Google to initiate searches and prefer traditional written documents over multimedia content. The brief argues that platforms risk being supply-driven and recommends focusing on search engine optimization and facilitated human interaction rather than attempting to be 'one-stop-shops'.

The Guidelines for Knowledge Partnerships establish a structured approach for the Asian Development Bank (ADB) to leverage external expertise and collaborative learning. Grounded in the bank's Strategy 2020, the guide defines knowledge partnerships as associations that share a purpose and contribute resources to create solutions for development challenges. It provides a performance framework based on OECD DAC criteria—relevance, effectiveness, efficiency, sustainability, and impact—and details essential building blocks for partnership design. The document also outlines various organizational models, from strategic alliances to grassroots collaborations, and identifies key success factors such as focus, leadership, and risk management to ensure that partnerships translate into tangible development outcomes.

The report identifies a critical leadership gap in sustainable development driven by a retiring generation of experts and the increasing complexity of global environmental challenges. It reviews various training models—including internships, scholarships, and professional placements—used by organizations like IUCN, WWF, and IISD. The findings emphasize that while technical knowledge is important, there is a significant need for 'enabling' soft skills such as communication, innovation, and multi-stakeholder management. The document advocates for the creation of a consortium to standardize skill sets, share training materials, and better track alumni to support a non-linear, mobile career path for the next generation of sustainability leaders.

The document outlines eight success factors for knowledge management, emphasizing that KM is most effective when tied to operational needs, implemented at the project level rather than solely through corporate strategy, and supported by a combination of internal and external communication strategies. It highlights the importance of senior and mid-level leadership, the use of rapid piloting and experimentation, and the need for long-term sustainability planning for knowledge portals.

The document outlines a shift in knowledge management from the simple storage and retrieval of information toward active engagement, social network analysis, and knowledge mobilization. It highlights the convergence of private sector management, ICT innovation, and international development approaches, emphasizing that influence is achieved through relationships and interaction rather than just the possession of knowledge. The text also discusses the rise of 'Open Content' to democratize knowledge-sharing and the move toward 'post-modern knowledge management,' where collaboration is governed rather than managed.

The document establishes a conceptual framework for knowledge management within the context of sustainable development, distinguishing between data, information, and knowledge. It categorizes knowledge into explicit, tacit, and implicit types and provides a detailed typology of collaborative relationships, ranging from internal management networks to global action networks. Additionally, it inventories communication approaches—categorized as 'many to many', 'one to many', and 'one to one'—and discusses the role of 'Open Content' in democratizing knowledge sharing.

The report assesses IUCN's current knowledge management (KM) capacities and proposes four strategic moves for 2005-2010: shifting from knowledge production to influencing change, expanding the roles of its 'triple helix' (Commissions, Members, and Secretariat) to include partners and young professionals, implementing interconnected internal and external communication strategies, and upgrading its ICT infrastructure. It emphasizes 'knowledge mobilization'—combining internal and external knowledge to meet user needs—and suggests 'rapid-results initiatives' to achieve measurable short-term gains.

The document outlines how various sectors—including the private sector, social sciences, and international development—are cross-fertilizing their approaches to knowledge and technology. It highlights a shift from simple information management to complex knowledge networks and multistakeholder governance, while noting paradoxes for citizens, such as the tension between virtual community access and physical isolation.

The report argues that most collaboration models for sustainable development fail to influence policy because they lack strategic intention and a focus on decision-makers. It defines 'formal knowledge networks' as groups of expert institutions that are purpose-driven, implementation-oriented, and cross-sectoral. The author outlines seven operating principles for these networks, emphasizing that they must be built on institutional commitment and expertise rather than mere interest. The document also categorizes various collaboration models—including strategic alliances, communities of practice, and information networks—and provides a framework for the management, communication, and evaluation of formal networks to ensure research is converted into action.

The report outlines a strategic vision for Canada to become a global leader in knowledge sharing by 2010, emphasizing the integration of ICTs into foreign policy. It proposes 'packaging' Canadian expertise in health, environment, and governance for international use and calls for a shift toward a knowledge-based approach to sustainable development. Key recommendations include building partnerships with the private sector, enhancing capacity for global dialogue, and focusing on primary education and health care systems.

The document outlines ten key recommendations from South Asian experts for the Post-2015 Framework for Disaster Risk Reduction, focusing on community monitoring, peer reviews, climate-compatible management, and the inclusion of marginalized groups.

The Climate Knowledge Brokers (CKB) Group, supported by a Coordination Hub at REEEP, operates as a community of practice for approximately 400 brokers across 60 countries. Between 2014 and 2017, the group focused on professionalizing the role of climate knowledge brokering through the 2015 Climate Knowledge Brokers Manifesto, peer-learning workshops, and the development of digital tools like Climate Tagger and Climate Search. The group emphasizes collaboration over competition to ensure decision-makers have access to tailored, high-quality climate information.

The report addresses the disconnect between scientific research and policy implementation regarding biodiversity conservation in the Andean region. It argues that the primary obstacle is not a lack of data, but a failure in communication and the translation of complex science into actionable knowledge. The authors propose a six-stage knowledge management process to develop indicators that are technically valid yet simple and useful for both technical advisors and political decision-makers, supporting both proactive planning and reactive crisis management.

The Stockholm Environment Institute conducted a two-year project to enhance 145 Wikipedia articles linked to SDGs 6 (water and sanitation), 13 (climate action), and 14 (life below water). By partnering with 39 academic experts, the project increased average quality scores for main texts by 22% and lead texts by 24%. The most significant improvements occurred in connectivity, article structure, formatting, and comprehensiveness, while readability remained difficult to improve due to the technical nature of the content and the expertise of the contributors.

The document outlines the evolution of the weADAPT platform, detailing how the Stockholm Environment Institute overcame barriers to knowledge-sharing through technical redesigns, relationship-building, and a distributed management model. It emphasizes that successful knowledge platforms require active content management, face-to-face user engagement, and a focus on supporting decision-making rather than just providing information.

The report argues that climate adaptation must shift from small-scale, time-bound pilots to larger activities that inform policy and benefit more people. It introduces a scaling framework that requires dedicated financial and human resources at the project design phase. Based on an analysis of twenty-one projects and four deep-dive case studies in rainfed India, the report identifies coordination, knowledge sharing, and community ownership as critical enabling conditions for success. It specifically highlights the urgency of adaptation in rainfed areas of India to prevent significant yield decreases and revenue losses in South Asia.

The project successfully established foundational content for national planning and fostered inclusive dialogue across six countries, though it faced challenges with ambitious targets relative to its budget and timeline. While most output targets were met, the evaluation noted weaknesses in the integration of knowledge products and inconsistencies in the global monitoring and evaluation (M&E) system. Gender mainstreaming was a strong design priority, with significant achievements in Nepal and Namibia, although qualitative impact measurements were lacking. Sustainability is rated as moderately likely, contingent on securing long-term financial support and maintaining political will for the implementation of the resulting national plans and the recognition of Other Effective Area-Based Conservation Measures (OECMs).